The Fiscal 2006 The Fiscal 2006 First Informational Meeting First - PDF document

The Fiscal 2006 The Fiscal 2006 First Informational Meeting First Informational Meeting Operation Overview and Strategy Summary Operation Overview and Strategy Summary June 2, 2006 June 2, 2006 June 2, 2006 June 2, 2006 Cautionary Statements Cautionary Statements Cautionary Statements Any statements about Mitsui Sumitomo Insurance Co., Ltd.’s future plans, strategies, and performance contained in this brochure Any statements about Mitsui Sumitomo Insurance Co., Ltd.’s future plans, strategies, and performance contained in this brochure that are not historical facts are meant as, or should be considered as, forward-looking statements. These forward-looking that are not historical facts are meant as, or should be considered as, forward-looking statements. These forward-looking statements are based on the Company’s assumptions and opinions in the light of the information currently available to it. The statements are based on the Company’s assumptions and opinions in the light of the information currently available to it. The Company wishes to caution readers that a number of uncertain factors could cause actual results to differ materially from those Company wishes to caution readers that a number of uncertain factors could cause actual results to differ materially from those d i s c u s s e d i n t h e f o r w a r d - l o o k i n g s t a t e m e n t s . S u c h f a c t o r s i n c l u d e , b u t n o t l i m i t e d t o , d i s c u s s e d i n t h e f o r w a r d - l o o k i n g s t a t e m e n t s . S u c h f a c t o r s i n c l u d e , b u t n o t l i m i t e d t o , (1) general economic conditions in the Company’s markets, (2) competitive conditions in the insurance business, (1) general economic conditions in the Company’s markets, (2) competitive conditions in the insurance business, (3) fluctuations of foreign currency exchange rates, and (4) government regulations, including changes in the tax rates. (3) fluctuations of foreign currency exchange rates, and (4) government regulations, including changes in the tax rates. 1

Challenge 10: Basic idea revised and 5 Reforms in Stage I Challenge 10: Basic idea revised and 5 Reforms in Stage I Revision point in Stage I Revision point in Stage I Corporate quality improvement placed to base Corporate quality improvement placed to base Numeric targets revised for fiscal 05 and onwards Numeric targets revised for fiscal 05 and onwards The 5 Reforms The 5 Reforms Toward higher corporate quality Toward higher corporate quality Buildup of a network of 50,000 agents by Mar 08; Sales Network Reform Sales Network Reform Marketing Marketing Marketing Conduct and Agent Business Process Reforms Innovation Innovation Claims-handling Claims-handling Claims-handling Claims-handling Emergency workforce in place; New system development Service Reform Service Reform Service Innovation Service Innovation Operational Operational “Universal component designing” in the products, Product Reform Product Reform Innovation Innovation systems and operation process Human Resources Human Resources Personnel management, echelon and workforce in line Challenge 10 Challenge 10 Challenge 10 Reform Reform with MSI Group strategy System Architecture System Architecture Slim-down through server integration, etc. Reform Reform 2 Reviewing the basic idea in response to the underpayment mistakes which were found last year, MSI has determined to place the challenge to corporate quality improvement for the base of the 5 Reforms. Corporate quality Corporate quality Making efforts to be a world-top performer in every aspect of corporate quality Proactive, company-wide CSR • Promote CSR activities consistent throughout the office network inside and outside Japan; Raise awareness of the Charter of Professional Conduct and further extend practices based on it. activities based on the Charter of • Earn higher trusts form the 7-category stakeholders by increasing dialogue with them, etc. Professional Conduct • Build a CSR management system, including formulating MSI’s original assessment criteria, etc. Better customer satisfaction • Define specific CS indicators, set a target with them, and seek company-wide for higher CS performance • Offer top-quality products and services to customers by creating and maintaining strong ties with agents (“CS”) and stronger trust from • Build a claims-handling system of best CS performance by excellent response to accident reporting customers customers as well as accurate and quick reimbursement to customers’ claims. • Fully accountable to protect policyholders first, and well-disciplined legal compliance staff in the life and non-life insurances Tighter risk control and further • Ensure legal compliance practices based on the Charter of Professional Conduct • Evolve the monitoring function of the Risk Control Dept.; Establish an advanced control network working reach of legal compliance accordingly to the measured risk volumes by line of business • Keep internal control tight by adjusting the frameworks of the risk control and the legal compliance • Ensure adequacy and stability of the group capital by reducing constantly the position of equities held for Higher corporate quality by corporate customer relation purpose conducting the capitalization • Seek for more effective use of capital (optimal allocation and investment in the promising businesses) policy • Make efforts to return to shareholders roughly 40% (=(cash dividends+share buyback) / Group Core Profit) • Ensure separation of the management and execution functions for the board of directors to function better in the monitoring and supervision and to more concentrate themselves on auditing. Tighter corporate governance • Outside directors and outside auditors to increase transparency in making decisions • Build a management system to seek for optimization of group corporate value • Get appropriately prepared for the rapidly increasing disclosure requirements 2

CSR commitment: To improve corporate quality CSR commitment: To improve corporate quality MSI Group conduct charter formulated MSI Group conduct charter formulated Used as guideline of behavior by employees. Weight on workplace meetings + dialogue Weight on workplace meetings + dialogue Listens to the stakeholders’ voices sincerely to reflect in doing a better job. The MSI CSR Score Management developed and used for the half-yearly Objective assessment challenge Objective assessment challenge assessment Stationary measurement by CSR Stationary measurement by CSR Explicitly states the management’s commitment and employees’ preparedness accounting; Issuing CSR report accounting; Issuing CSR report Among leaders of UN Global Compact Among leaders of UN Global Compact Chairs the network committee in Japan Corporate quality improvement Corporate quality improvement Corporate value increase Corporate value increase 3 Shareholders Customers Environment CSR activities to promote trust Local and global Agents with the 7-category stakeholders communities Business partners Employees Disclosure; Disclosure; Disclosure; CSR initiative CSR initiative CSR initiative Making CSR an integral part of the Making CSR an integral part of the Two-way Two-way Two-way corporate culture corporate culture management management management Understanding, linking, and implementing the MSI Group communication communication communication charter in daily business activities; Holding workplace meetings; Improving training and communication Strengthening Strengthening Strengthening internal control internal control internal control Legal compliance, risk control, crisis management and corporate governance Issues at CSR meetings for fiscal 2006 Issues at CSR meetings for fiscal 2006 � Trust from customers is shaken by the underpayment mistakes revealed last year, followed by the troubles due to the insufficient explanation in the brochures of saving-type insurance. As counter-measure, MSI is holding CSR meetings, focusing on how to re-establish customers’ trust, at every � workplace during the first half of this fiscal year. � Specifically speaking, the focused issues are (1) what MSI is now deemed like and (2) what we at MSI have to be like in order that it should win high esteem and we are proud of working for it. 3